The preceding sections of this article series, Parts 1 and 2, presented the theoretical framework of statistical methods that overcome factors inhibiting statistical analysis in project management, as well as practical examples of their application. However, further detailed explanation is necessary with regard to the probability analysis processing and null hypothesis test based on statistical probability theory, which are part of the practical examples. This paper, Part 3, presents a further detailed theory of statistical probability methods applied to project management and includes practical examples of such methods. Additionally, it provides information on the knowledge and insights necessary for initial project management planning and performance improvement strategic decisions.

In a historical background and environment where the application and analysis of statistical methods in project management were challenging, the U.S. Department of Defense (DOD) initiated research and published methods for applying descriptive statistics to analyze and predict project performance. This paper, Part 4, presents the background of the DOD's application of descriptive statistics to project management, as well as specific methods of application and evaluation of the results of the analysis. It provides information on the findings and insights needed to make strategic decisions to improve project performance in organizations where descriptive statistics can be applied.

The 2000 decentralization reform has required local governments to think and proceed with projects on their own; many unprecedented and increasingly complex projects such as DX, smart cities, and initiatives to address decarbonization and the SDGs are now being implemented. With the urgent need for human resource development in municipalities, we believe that project management and Business Analysis skills, which have not been provided in municipal training programs to date, are now needed. This report describes the author's efforts to develop human resources in local governments, the status of project management and Business Analysis training in such municipalities, and future issues.

The Human Resource Development Study Group (SG) is composed of members who belong to corporate sponsors of the PMI Japan Chapter. At regular monthly meetings, members from various industries and occupations and of all ages share their thoughts and concerns in the actual workplace and exchange opinions. In the past, activities were conducted face-to-face, but after the Corona Disaster, activities were mainly conducted online in a remote environment, and communication among members and promotion of teamwork became an issue. Therefore, a workshop utilizing LEGO🄬 Serious Play🄬 (LSP) was conducted to promote mutual understanding and teamwork among members. Questionnaire surveys on the workshops confirmed the high satisfaction of the participating members with the workshops and the promotion of self-understanding and mutual understanding. This paper reports the practical results of the workshop utilizing LSP at the training camp of the Human Resource Development SG, which was conducted in 2023 and 2024.

This paper reports fieldwork conducted for third-year students at the Department of Home Economics, Kobe Women's University, and discusses the educational effects on the subject. As with conventional fieldwork, this fieldwork involved off-campus research activities to explore a theme. Four groups, which set up their own theme, were formed. Each group created a research question, then conducted a preparatory study to formulate a hypothesis. The fieldwork was carried out to prove that the hypothesis was correct. Through this series of activities, classes were designed with the aim of developing university expertise and generic skills. The effectiveness of the education was measured and verified using the learning process and basic social skills. As a result, deep learning was promoted, and the basic social skills scores increased. It was also suggested that the students had a strong desire to continue, which suggests that their learning attitude also affects their literacy and competency.

In Japan's Construction Industry, Portfolio/Program/Project Management has not taken root or taken root. However, appropriate management is being implemented, albeit in different ways. This is because many Construction companies are maintaining their businesses and improving their performance. However, for the Construction Industry to survive on a global scale in the future, while each Construction company's own management is of course important, it is essential to master the common, systematized Portfolio/Program/Project Management that serves as the foundation. First of all, I want to start by getting people interested.

In 2022, with the approval of PMI Asia Pacific, PMI Japan Chapter concluded a joint project implementation agreement with Japan NPO Center and launched a project management training program for NPOs, aiming to develop the project management community in Japan. We conducted basic PM training for NPOs. At the request of Japan NPO Center, we continued to provide basic PM training for NPOs in 2023 and 2024. In 2024, we also conducted basic PM training for the staff of the General Technical Department at the request of Okayama University. Using the materials developed in 2022, we provided lectures and practical exercises based on the participants’ projects, confirming the value gained. Here, we report the insights and outcomes obtained through the training.

The 2024 Agile Project Management survey revealed that organizational efforts to adopt Agile remained stagnant compared to the previous year, showing little progress. The Net Promoter Score (NPS) for Agile among experienced practitioners was -4, marking the fifth consecutive year of negative scores.

On the other hand, adopting Agile, particularly in hybrid approaches, has progressed. And 60% of respondents stated they are "well-acquainted with and resonate with" the Agile Manifesto, indicating widespread awareness. Similarly, as in the previous year, respondents who believed they had "effectively implemented" the principles of the PMBOK^🄬 Guide consistently reported high NPS scores. This suggests that these respondents belong to groups that are successfully integrating Agile processes and methodologies. To expand this successful group, this report proposes applying "Wise Leadership," a knowledge-creation management theory, to promote its practice.

We presented "KI-SHO-TEN-KETSU” Type PM Individual Model as a PM's competencies to adapt to times of change, which was published in Project Management Research Report Vol.4 (PMI Japan Chapter,2024)[1]. PMs are familiar with the "TEN" abilities (the ability to analyze and follow through) and "KETSU" abilities (the ability to observe) that they use in their daily work. On the other hand, although it is possible to imagine the KI" abilities (the ability to come up with ideas) and "SHO" abilities (the ability to conceptualize and involve others), these are still not yet realistic. In this study, we argue that “KI-SHO” capability is related to backcasting approach which seeks solutions under accepting constraints and problems positively.

The Team Performance domain in PMBOK^® Guide 7th Edition is structured as key points, which limits its applicability in practical contexts. This study addresses this challenge by targeting project management teams, community coaches, and Scrum Masters, and restructuring the domain using the Tuckman model. This approach organizes team growth drivers and proposes concrete methods for enhancing team performance.

Moreover, the paper considers the unique characteristics of the autonomous society era, such as increasing value diversity and heightened uncertainty, to propose value-based methodologies for team growth. These methodologies are applicable not only to team development but also to community growth, providing actionable pathways toward achieving a sustainable society.

In the DX era, both organizations and individuals are required to change in order to create new business models. Amid this, the question of "Who should change first?" is often posed, and the answer is clear: "Change must start with oneself". In other words, project managers (PMs) must also undergo self-transformation. In a previous report, we examined a case study in which an individual improved their power skills (EQ) necessary for survival in the DX era through the means of changing careers [1].

　This report proposes a new method for self-transformation: reskilling into a profession different from one's current job. By taking on this challenge, we verify the effectiveness and outcomes of enhancing power skills (EQ) through a practical case study.　The key to the success of reskilling lies in the three skill domains of the "Talent Triangle":1) Business Acumen, 2) Ways of Working, 3) Power Skills.

　Based on insights gained through the execution process of this case study, we emphasize the importance of enhancing power skills (EQ). Furthermore, we report on key takeaways, lessons learned, mindset shifts, and the demonstration of self-leadership throughout this journey.

The government of Japan is addressing the issue of low birthrates and aging population as an urgent task; however, its focus is solely of economic support, which is not enough to cover all. Therefore, social support is also necessary as a responsibility of civic activities. In this paper, the authors addressed the issue of low birthrates and aging population by building multigenerational exchange network as social support so that realize three keys to promote such exchange, i.e., mindset change, overcoming age bias, and improving psychological safety, that were obtained from the experience of the practical activity project and dialogue held among three generations. Furthermore, they created pattern language of multigenerational exchange using generative artificial intelligence (AI)，provided that pattern language shall be effective.

The business model training was introduced and implemented in the 2024 academic year for 12 third-year students from the Department of Economic Informatics in the Faculty of Economic Sciences at Hiroshima Shudo University. This training program combined on-demand pre-learning with several hours of online training and was conducted with the cooperation of the PMI Japan Chapter's Academic Committee and the Social Project Management Research Group. Integrated as part of the students' seminar activities, it was positioned as an extracurricular activity linked to regular academic courses. This case study includes the results of a questionnaire survey and examines the effectiveness and challenges of industry-academia collaborative education.

This report presents a case study of a trial implementation of generative AI to improve operational efficiency at the PMI Japan Chapter Secretariat. The report first describes the organization's efforts to introduce AI, including the implementation of an AI seminar. Next, it discusses considerations for the collection and practical application of survey data. Subsequently, the report introduces a design method called the "8+1 Formula for Prompts" to unlock the potential of generative AI, providing a step-by-step procedure and examples for creating prompts. Through this case study of generative AI implementation, the potential and challenges of generative AI are clarified.

The application of AI technologies in project management requires not only the identification of suitable AI tools for various project management tasks but also the establishment of effective methodologies for their efficient utilization. However, both the development of such methodologies and the dissemination of optimized AI tools remain limited in the current landscape. This study examines the existing challenges and explores potential directions for their resolution, drawing upon insights from the presentations and discussions at the Japan Forum 2024. By analyzing the content of the presentations and the feedback received, this paper aims to propose actionable recommendations for advancing the integration of AI technologies into project management practices.

Human capital management is an important element of the S (Social) in ESG.

However, although the term “human capital management” is attracting attention, it seems that the definition, purpose, issues to be solved, and activities to be carried out are not yet fixed in the world.

The owners of “human capital” are the employees. Companies invest in human capital to improve their corporate value, and the beneficiaries of this are the company, the employees and society. This report will organize the objectives and issues of human capital and present the direction of solutions.

This paper is for those who feel that their project experience is not being put to good use in their next project and for those who find it difficult to put what they learn in training or seminars into practice and for those who are in a position to train others may find it difficult to guide them. This paper proposes three pleasures as an approach to effectively continue learning from experience as one of the prescriptions: “Enjoy Gap,” “Enjoy Imitation,” and “Enjoy the Change of Identity. As a basis for this proposal, the author cite the latest findings of cognitive science: “emergence of knowledge” and “the predicting brain”. By “Enjoying Gap,” our every experience becomes an opportunity to learn, and by “Enjoying Imitation,” we realize that there are seeds of learning in every opportunity. As learning deepens, we can “Enjoy the Change of Identity” in the community of practice we participate in, such as a project. If we can “Enjoy Changing our Identity,” we will want to “Enjoy Gap” and “Enjoy imitation” more and more. These three pleasures become more enjoyable when we understand the cognitive mechanisms of learning. By repeating the practice of these three pleasures, we could be able to continue to learn effectively from their experiences.